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| Criterion |  Operations Process Mapping |  Innovation Reverse Brainstorming |  Innovation Design Charrette |
|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 1-3 h | 30-60 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 3-10 | 3-12 | 10-50 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Reverse Ideas, Risk Themes, Solution Ideas | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | ProcessOperationsImprovement | BrainstormingIdeationCreativityRisk | BrainstormingWorkshopCollaborationIdeation |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
